Change Management in an Organisation

8135 words (33 pages) Dissertation

9th Dec 2019 Dissertation Reference this

Tags: BusinessChange Management

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Contents

INTRODUCTION

FINDINGS

CONCLUSION

CASE STUDY

Factors to make organization successful

Organizational culture-

Organizational ethics and values-

Environmental pressure –

Conclusion: –

Recommendations:

Bibliography

 

                                     ASSESSMENT TASK 1

INTRODUCTION: Organization change is variation of working condition at workplace for a better future of company.  It is a difference between current situation and the past situation of a company. Change management can be any approach to people, team and management using for redirecting the workplace environment.

The success of a change depends upon many factors like

  1. The goal for which change is to be done.
  2. Response of the workers at workplace towards the change.

The schools of thought in change management are hypothetical systems for the investigation of administration (Hayes, 2014). Each of the schools depend on some degree of distinctive suppositions about individuals and the associations for which they work. Since the formal investigation of administration started late in the nineteenth century, the investigation of administration has advanced through a few phases as researchers and specialists working in various times concentrated on what they accepted to be essential parts of good change management. After some time, management thinkers have looked for approaches to arrange and characterize the voluminous data about administration & management that has been gathered and dispersed. These endeavors at grouping have brought about the distinguishing proof of management thoughts (Wecouncil, n.d.).

The Group Dynamic School

– This school accentuation on achieving authoritative change through groups or work bunches, as opposed to people (Bernstein, 1968).

– The center of progress must be at the gathering level and ought to focus on affecting and changing the gathering’s standards, parts and values (Cummings and Huse, 1989)

The Open System School

– They consider associations to be made out of various interconnected sub-frameworks.

– Any adjustment in one a player in the framework will affect different parts of the framework and, thusly, on its general execution (Scott, 1987).

– They accentuation on general cooperative energy through plainly characterized lines of coordination to seek after general business goals.

The Individual Perspective School

A. Behaviorists – View conduct as coming about because of an individual’s connection with their surroundings;

B. Gestalt‐Field analysts – Believe that an individual’s conduct is the result of environment and reason.

Structural changes

Structural changes are those changes made to the organization’s structure which may arises from internal or external factors of an organization and usually affects the overall performance of the company. Structural changes cover broad management area and policies of the organization such as the organization’s work planning, sequence of facility, management style, job design and managerial trials. Business takes over, merges and achievements, job replication, changes in the market and route or strategy changes are some situations responsible for structure changes in an organization.

For example, ray’s computers decided to unite with Bob’s Computers. in the result of this fusion, some sections needed to be excluded, employees from both companies required to be reallocated to new positions or terminated, new employees might be hired, new policies and procedures needed to be created as a combination of both companies and job design needed to be rearranged to fit the new company structure. If the market place is responsible for the merge of 2 companies, structural changes might be needed in response to market shift Such as including new sections.

Technological changes

Technological change affects the growth of an organizations. New types of administrative, political, and social skills are needed and an associated need for a new type of decision making process that should be different from the old process. Increase in market rivalry and insecurity, needs of more diversity in products and external policies and legislative improvement are the factors that need technological changes in a company.

People changes

People change includes the behavior, skill, attitude and performance of the workers at workplace. Communication, motivation, leadership are the main factors that plays an important role in people changes. the way of change depends upon various factors like:

  • What is problem and how it can be resolved
  • Nature of workplace and employees
  • Job design
  • Management

COMPARISON OF CHANGES BASED ON SCHOOLS OF THOUGHT

 

  The Group Dynamics School The individual perspective school
Structural changes Focus of change is on a group of worker to influencing and changing the group’s norms, roles and values The focus of change is the conditions of workforce
Technological changes This school is commonly focused on market place. This school focus on product quality rather than market shift
People changes Focus on team work Focus on individual performance

Self-change:

There are different ways to achieve self-change.  If there is any change occurred in an organization, workers might need some extra skills. Management can provide training to gain these extra skills. By encouraging or training employees can learn new skills personally and can work in wide range. This is called self change in response to organization change. In individual group change is subject of an individual for specific skill with motivation while in group dynamic employees are trained in groups to implement change in organization successfully.

Team change

Team change involves the change in the team doing a special task or job. From individual perspective, a meeting is arranged to encourage the team to bring the change in the organization, management provides all the tools needed to bring in the change and the employee is ready.  Some employees are provided with the training and other employees are provided with rewards to be in the favour of change.

Organization Change

Organization change refers to the change in the whole structure of the association.

Individual perspective: all the workers are responsive of their tasks but even then they are not concern about another staff. in this school of thought employees get influenced by other workers working around them. While in group dynamics, the groups are very dominating and encourage others in it. In group dynamic point of view, the manager brings changes manipulating the group dominators so it is easy to bring the change easily in the organization.

 

COMPARISON OF SELF-CHANGE, TEAM-CHANGE & ORGANISATION CHANGE BASED ON SCHOOLS OF THOUGHT

 

  GROUP DYNAMICS INDIVIDUAL PERSPECTIVE SCHOOL OF THOUGHT
Self Group has members wherein each individual contributes to the self-change More focused on self-change
Team Developing a spirit of cooperation between workers and management to ensure that work is carried out in accordance Use the organizational chart to show the position and duties of each employee
Organisation

 

Dividing work between workers and management in almost equal shares, with each group taking over the work for which it is best fitted All members of the organization are entitled to be treated with justice and respect

 

The approaches from every school of thought which are accessible by the managers to achieve organization change refers to the adjustment in the entire arrangement of the association. For instance, from individual point of view: Individuals know about their obligations however that being said they can’t assume liability of another staff too. In an association, in this school of thought workers get impacted by different representatives around them.

 

 

There are 2 approaches that could assist in change:

Planned approach

Emergent approach

Planned approach it is preplanned change in an organization. Kurt Lewin proposed a three step theory to assist in planned approach.

The planned change process is typically made up of the following steps:

  • Recognizing the need for change
  • Developing change goals
  • Appointing a change agent
  • Assessing the current climate
  • Developing a change plan method for implementation
  • Implementing the plan
  • Evaluating the success of the plan at reaching the change goal

Kurt Lewin’s three-step change process explains planned change process.

In this process there are three steps to implement a change in organization (Hayes, 2014):

Unfreezing

Changing

Re-freezing

Unfreezing

This is a first stage of change in which an analysis is done on specific part. All the workers are involved in the analysis and they should be fully informed about the problem. This will increase their degree of acceptance to change.

Changing

In this stage the improvements are done and new system is implemented in organization and analysis the effects of change.

Refreezing

This is the last stage of change process in which all the workers accept the change and desired outcome is achieved.

John P. Kotter’s Emergent approach suggested eight-step plan for implementing reactive change.

  1. Increase urgency – Rouse individuals to move, make targets genuine and important. Create a sense of importance among the workers to prioritize work.
  1. Communicate for purchase in – Involve as many individuals as could be expected under the circumstances, convey the essentials, just, and to advance and react to individuals’ needs. De-mess correspondences & communications. Discuss the vision with all the workers in organization (Tripon & Dodu, 2011).
  1. Empower activity – Remove obstructions, empower helpful criticism and loads of       backing from pioneers – remunerate and perceive advancement and accomplishments.

 

Factors that drive in terms of change

Planned change is the change which is intentional, focused attempt or practical pre plan by an individual or change agent or group to create something new or to improve in organization. Planned change requires: coordination, well developed leadership, vision and expert planning skills. Reactive change is the piecemeal (gradual) response to circumstances as they develop. Reactive change occurs due to the problems detected or incurred. In reactive change, nothing is planned and coordinated; there are no vision and mission of the change because no one thinks about the occurrence of the problems in the organization (Lunenberg, 2010).

v)  Factors that impede change

When change is implemented in an organization, there is often a lot of concern and discomfort about the change among employees. In reactive change, there is more conflict then the planned change because it is predictable in planned while it is not predictable in the reactive one. From individual perspective, the workers are in surprise because change occurs suddenly and they were not ready for this. So they will not coordinate properly with management.  While in group dynamic all the groups of people in organization will discuss about the change and decide whether change is in favor of organization or not.  For example, if the workers know that their hours will be decrease and pay will decrease in response they will oppose the change.

CONCLUSION: Eventually, I would like to say that change management is not that easy as it looks because every step holds the same importance from planning to implementation. Whenever change is implemented it is challenge itself and problems do occur which are resistances from employees and form the systems in which it is implemented. Readiness is not something that it can be detected by just saying of the employees that they are ready for the change and will give their best but is tested by their actions and from their willingness which is proven or gets revealed from the point of views of employees. Also, the task of bringing change in the organization is the responsibility of the Change agent to plan, execute and implement the change which depends on the caliber, way of thinking and implementing etc.

 

 

 

ASSESSMENT TASK 2

Part 1

INTRODUCTION:

Most of researchers found that change in organization is not easy process. There are always some barriers to change and these barriers are known as resistance for change. Normally resistance is a behavior which tries to protect a person from the effects of any change.  It is a negative response of people towards the change.

FINDINGS

  1. Reasons for people change

People resistance is an opposite or negative reaction towards the change among the workers itself. This may be due to their personality, perceptions and desires.

  1. Fear of unknown: Fear of unknown is a main reason for people resistance for change. Sometimes people become uncertain for their future after change as they are not sure about the effects of change on their work force. Thus, they oppose the change. for e.g. if management wants to increase quality of their product, the worker may have fear of losing job as they can think that company will hire new and more skilled staff. Thus, they will oppose the change as much they can,
  2. Poor communication: Poor communication is also a factor that causes people resistance in an organization. Most of the workers of an organization are not involved in the change process. They do not know anything what is going to happened. When change takes place they start opposing it as it can change their work environment. For e.g. management hired new staff as they want to increase the productivity but the old workers is unaware of this. As a result, they will start complaining about new staff as they have fear of losing their job.
  3. Economic factor This is also a major factor that cause people resistance. If employees feel that the change will affect their pay, they will oppose it. For e.g. if management decide start using latest model of machines which are using less human force and less time, the workers will have fear of losing their work time thus less pay. So, they will start opposing.
  1. Systems resistance

Sometimes there can be resistance form system as well.

  1. Structural inertia: Most of the companies have their own built in mechanism which assured constancy. The organization has their own selection procedure, socialization techniques and formalization which give them a chance to select the favorite people in and eliminate those who are against the interests of the organizations. Structural inertia will always refuse to accept any forces that promote changes that will disrupt with the steadiness of the organization.
  2. Limited focus of change: Companies with this focus always tries to stay overlooked by the superior system. The changes made in the mutually dependent subsystems may disrupt with the roles and tasks of every sector and this poses a dispute to implementation of change. For example, to bring technological change successfully, it is urgent to change the entire structure of the company.
  3. Group inertia: It is another reason for organizational resistance to change. Sometimes people are ready to admit change, but the group norms discourage them to accept. So the organization must engage all the stakeholders to keep away from group behaviors that resist change.  To be successful it is urgent for the workers to be agree on change

 

  1. Strategy to overcome the resistance

 

  1. Tackle individual concern

Management should try to tackle all the individual concerns of the workers about the change. Whenever there is a matter of change, everyone will be asking about his/her questions like what it will have effects on my schedule, pay and workplace. Management should give all the answers as much as can so that worker can understand completely and then react on change.

  1. Make worker understand that they are not going to lose anything

Most of the workers are very careful to loss something. They are more careful about it than gaining extra. So, try to make them understand that they are not going to lose anything by this change.

  1. Always make change local and concrete

Often organizational changes are responses to some kind of hazard. If that hazard is seen as more appropriate to the people in the organization, then the people will have little motivation to change. However, if you can demonstrate in real terms that the hazard is local and will have a real impact on the people you are trying to get to accept the change; you may find it easier to get positive response from the workers. If you can show the real impacts of change on the workers, they will defiantly stand with you.

  1. Know all the pros and cons of change

Some of changes may have advantages and others may have disadvantages so always keep in mind cons and pros.

  1. Change should be simple

Change process should be simple so everyone can understand. And it should be adaptable in the organization. Change must be better than past.

CONCLUSION

Resistance to change is not merely the result of ignorance or inflexibility; it is a natural reaction by people who want to protect their self-interests and sense of self. Rather than seeing resistance as just another obstacle to batter down or circumvent, as a leader it is helpful to view it as energy that can be redirected to improve change.

 

 

 

 

PART 2

INTRODUCTION

Change related nervousness is terrible as it weakens the singular’s wellbeing: migraines, muscle strain, sorrow, and fatigue and so on. Worker can’t focus on both of his lives individual and expert. Works lost the trust in themselves and wears out because of which he can’t deal with anything legitimately. The individual gets to be irritating and does not let anybody make diversion.

Teams make the gatherings and gatherings made the associations. Indignation, diminished benefit from the groups, associations with different groups get debilitate with time and formal relations between workers, groups and gatherings get worse and so on which are results or the effects of anxiety and get most noticeably awful if not focused on time by the individuals to their selves experiencing the most exceptionally terrible time of the anxiety because of the workload.

FINDINGS

IMPACTS OF CHANGE RELATED STRESS AND AMBIGUITY

Implementing a new policy can result in employee resistance. Employees resist change when there is not a clear understanding of the reason for the change. A lack of knowledge on how it will affect their work can also cause employees to resist. Workers with personalities that require process and reliability in their work life will find change a difficult adjustment.

Handling a change in the workplace effectively can take time, which can result in lost production and expense. The change process requires training and communication to employees affected by the change. For example, implementing a new continuous improvement system in a company requires training for all employees in the tools, methods and processes the new system needs for success.

ASSESSING IMPACT OF STRESS AND AMBIGUITY ON:

a) INDIVIDUALS: Exactly how role stress and various performances of individuals are related has received considerable attention, in which stress has been found to affect individual creativity. However, exactly how role stress and employee creativity are related has seldom been examined empirically. By extending the results of literature, this study proposes five hypotheses on how role ambiguity and role conflict (via self-efficacy and job satisfaction) affect employee creativity directly and indirectly. However, only job satisfaction (and not self-efficacy) is a partial mediator between roles Ambiguity and creativity. Implications of the findings of this study and possible directions for future research are also discussed.

Department of International Business, Providence University

b) TEAMS: Teams with records of superior performance have one common critical characteristic: they are extremely adaptive to varying task demands. These teams were observed to switch between several different coordination strategies and organizational structures, with different lines of authority, communication patterns, and task responsibilities, as they move between normal operations and high-tempo or emergency situations. Two questions are central to the issue: What are the effects of external stressors on team performance, and what are the mechanisms by which teams of decision-makers cope with stress?

This paper presents findings from an experimental study on the effects of stress on the performance of command teams. Three task-related stressors–time-pressure, uncertainty, and ambiguity-, and one information-structural variable were manipulated in a within-subject, full-factorial design.

d) ORGANIZATIONS: This paper is based on a study aimed at examining the strength of the relationship between organizational stress and organizational citizenship behaviors among operator level employees working in Indian business process outsourcing organizations.

According to Head, Martikainen, Kumari, Kuper, and Marmot (2002) there is a higher risk of employees suffering from a psychiatric disorder if they are required to work at a constant fast pace, or are regularly faced with conflicting priorities. With increasing evidence of the impact of organizational stress (through sickness absenteeism, rising compensation payments and employee dissatisfaction) on businesses, it is important to meet the challenge by dealing with specific issues that cause excessive and long-term pressure (Cooper, 1999; Head et al., 2002).

  1. RECOMMENDING MEASURES:

Work as a team there should be a team work at workplace. Management should work with their workers. They should be always ready to help the workers. There should be rewards and feedback for the workers.

Communication there must be a good communication between management and workers. This will help to minimize the negative aspects of change as workers can directly discuss with the management and make them aware about the problems.  Management should take action on all complaints or recommendations by the workers. Workers should be a part of change in the organization.

 

CONCLUSION:

The change management group or asset can do a significant part in comprehension and tending to resistance, however the substance of resistance administration to the association is at last senior managers, administrators and bosses. The change administration asset can empower the “right” resistance directors by giving information about where resistance is originating from, likely main drivers of resistance, potential strategies for tending to resistance and instruments to recognize and oversee resistance, however the “right” resistance supervisors must make a move to address protests and advance workers in the change procedure.

PART 3

INTRODUCTION: TESTING READINESS TO CHANGE

The motivation behind a change readiness test to investigate the level of readiness of the conditions, dispositions and assets, at all levels in a system. In this connection “framework” is being utilized to cover associations, parts, systems, national structures, or whatever other mix of components that may together be the center of a limit advancement activity., required for change to happen effectively.

FINDINGS:

Key activity steps involved for testing the readiness includes:

  1. Meaning of the extent/scope of the proposed change: Every single key partner need to know the full scope of framework segments that should be evaluated. It is vital to comprehend whether the entire framework, and any or the greater part of the components inside it, are prepared.
  2. Choice of devices: There are some nonexclusive devices and assets accessible for change preparation appraisal, generally from the business world, and there are likewise a couple that have been made for the advancement area. Every single bland device ought to be adjusted for importance to nearby needs and connection before they are utilized.
  1. Testing readiness to change in individuals: Readiness in individuals can be tested by asking following questions. The ratings describe the positive and negative forces in individuals.

SAMPLE OF QUESTIONS USED TO TEST READINESS OF INDIVIDUAL

Take a few moments to think about how your organization typically plans for and implements workplace changes. With this “change history” in mind, use the following scale to respond to each statement below. Circle the number that most closely reflects your experience. Compare your responses with co-workers and discuss ways to address areas of concern. A perfect score is 100; a perfectly miserable score is 20. 1: Strongly disagree
2: Disagree
3: Not sure
4: Agree
5: Strongly agree
1. Change typically occurs here with a clear picture or vision of the intended future. 1 2 3 4 5
2. Appropriate resources needed to make the change work are allocated. 1 2 3 4 5
3. The purpose or rationale for any change is clearly communicated to employees. 1 2 3 4 5
4. My manager/supervisor consistently demonstrates support for the change. 1 2 3 4 5
5. Standards and expectations for new behaviors are established and communicated during times of change. 1 2 3 4 5
6. Communication channels allow for ongoing feedback and/or information sharing between employees and designated leaders. 1 2 3 4 5
7. People impacted by the change are actively involved in shaping the desired future. 1 2 3 4 5
  1. Testing readiness to change in systems: Many organisations have been implementing change, the pace, magnitude and importance of which have increased considerably in recent years (Burnes & Jackson 2011; Grady & Grady 2012). Such changes are often targeted at improving the effectiveness of the organisations so that they generate value (Cawsey, Deszca & Ingols 2012; Hayes 2002), having a basic goal of enabling an organisation and its functions cope with a challenging environment (Kotter 1995). The process of organisational change is perceived to be continuous rather than just a movement from one state to another; Pettigrew et al. (2001), for example, refer to sequence of individual and collective events, actions and activities unfolding over time. However, despite the prevalence of change it is widely accepted that the majority of change initiatives are unsuccessful with failure rates of over 70% being regularly reported (see for example: Attaran 2000; Beer & Nohria 2000; Grady & Grady 2012; Self & Schraeder 2009, Weiner 2009; Werkman 2009).

The various tools which can be used are:

  • System verification testing
  • System validation & feasibility report
  • Ability to train appropriate sources on change
  • Business process modelling.

CONCLUSION: POSITIVE & NEGATIVE FORCES IN INDIVIDUALS & SYSTEMS:

Readiness of changes can be measured or test by the manager so that instance individual resistance for the change can be evaluated. Use the coercive approach as explained in the Lewin’s model to find out the level of resistance, if it is high, it means the individual is not ready to tackle the new change. They can test the value of the vision which is planned to be incorporated is positively or negatively shared by the employees if the organization is using Kotter’s eight step model. The individual can only be ready if his perception towards change is positive.

CASE STUDY

Fonterra is a union of New Zealand’s two major Diaries bunches: New Zealand Dairy gathering and Kiwi Dairy. They were converged in 2001 and now turned into a biggest dairy organization which supplies drain and drain items to the world. Presently Fonterra is a major exporter of milk of New Zealand with a yearly turnover of US$ 17 billion. 95% of results of Fonterra are traded from New Zealand and it is a vital piece of New Zealand’s economy. Fonterra likewise have a couple of auxiliaries all around the globe.

Fonterra manages two sorts of correspondence:

Inside correspondence incorporates the specialists working in the organization and the shareholders of the Fonterra. Outer correspondence incorporates the elements that influence the generation of organization like commercial centre. As this organization is an overall organization, it is advanced of multicultural. Every one of the individuals is engaged being developed of the organization.

Organization’s vision is continually extending. The leading group of organization held gatherings every year to survey execution. In 2009 organization reported a three stage procedure to re-establish forsook considerations assets structure set up another methodology for open rundown of Fonterra shareholders and to diminish the danger of diminishing efficiency like happened in 2007/08. In this year, the creation of milk was diminished and in result, Fonterra needed to pay a major add up to its offer holders (ranchers)

In the yearly meeting of Fonterra in 2009, the agriculturists gave their support in first and second step of progress in assets structure.

First step: it offers opportunity to the ranchers to keep 20% of become offer which was scarce to 1.2 shares for each DM furthermore expanded the prizes for the agriculturists.

Second step: this progression gets the change the structure of shareholder of Fonterra. It mirrors the worth that responsibility for is confined just to the agriculturists. Prior to the offer of Fonterra were not for all intents and purposes esteemed.

Third step: It was fundamentally about the exchanging. It is called exchanging among the ranchers. The accommodating never again are obliged to issue or recover offers at a cost developed through an

.

Explanation behind change distinguished: –

The IBM Global Making Change Work Study looks at how associations can oversee change and distinguishes systems for enhancing venture results. This report proceeds with the discussion that started in the IBM Global CEO Study 2008 in regards to ground breaking organizations that are “Eager for Change.”1 For it’s extremely survival, the Enterprise of the Future should better set itself up as the pace, assortment and pervasiveness of progress keeps on increasing.

The organization’s working and capital designation procedures were intended to misuse the blasting interest for tires by rapidly bringing new creation limit on line. In the capital-planning process, for instance, forefront workers distinguished business sector open doors and made an interpretation of them into proposition for putting resources into extra limit. Centre supervisors then chose the most encouraging proposition and introduced them to top officials, who tended to rapidly endorse the centre administrators’ suggestions. (Sull, 1999)

Ranch Source is being organized around more than 70 neighbourhood centre points taking into account the co-agent’s RD1 exchanging stores, with the first of the new centre points dispatched in Methven, in Canterbury, a year ago. Be that as it may, the Fonterra rebranding has disturbed another New Zealand organization, Source NZ. It has had that name enlisted as a trademark since 2003, and has exchanged from that point forward under the name Source in the supply of stock food, creature wellbeing items and related consultancy administrations. (John Wilson, 2016)

 

 

 

 

 

 

Administration style: –

As all you know we have long held to three essential convictions in the behaviour of this business: regard for people, the best client administration and unrivalled achievement of all undertakings.

These convictions consolidated with IBM administration principals, express the objectives we look for, the methods we use to accomplish them and the commitments we acknowledge end route. These thoughts don’t change. We intend to keep them and we intend to live by them.

Firestone’s administrators had an unmistakable vision of their organization’s situating and methodology. They saw the Big Three Detroit automakers as their key clients, they saw Goodyear and the other driving U.S. tire producers as their rivals, and they saw their test as essentially staying aware of the consistently expanding interest for tires. (Sull, 1999)

Effective change activities:

Change administration assumes an indispensable part in the achievement of a change activity. IBM’s Better Change strategy sets up a methodical way to deal with change with six key classes or empowering agents connected to Value Realization. This system gives an extensive suite of progress administration exercises, from key to operational, to bolster change, selection, and acknowledgment from end-clients on the better approaches for working together.

Each organization is ceaselessly stood up to by change. There are changes in business sectors, rivalry, innovation, and client concerns. Changes in the business environment happen on a constant premise. Inability to effectively handle these progressions can bring about a business disappointment. The inspiration to change may come inside as an aftereffect of repeating breakdowns in the association, or from powers outside the association, for example, clients, contenders, or suppliers. Various essayists and speakers on change see a reliable picture.

We maintain manageability by perceiving and dealing with this subject as the operational business issue that it is – and making it systemic. It’s not a long winded prevailing fashion. It’s not an exhibition venture (supportive as they can be), and it’s not an advertising effort. It requests worldwide mindfulness, forward looking administration, interior reconciliation crosswise over capacities, business forms, in addition to an emphasis on great out-dated parts, obligations, and responsibility. Furthermore, when you’re in charge of settling something, it requests that you handle it with at any rate the same skill and need you’d apply to whatever else. (Wayne Balta, 2015)

Unsuccessful change activities: –

The significant hindrances to actualizing change in an undertaking are fixated on individuals and corporate society. About 60 percent of the officials and venture supervisors reviewed say evolving outlooks and demeanours is the greatest test to actualizing change in an undertaking, trailed by corporate society at 49 percent. These difficulties were hailed as more imperative than deficiency of assets, highlighting that these issues are seen as inalienably more hard to comprehend regardless of the possibility that given adequate assets.

Firestone neglected to meet the test of progress not on the grounds that they didn’t act but rather in light of the fact that they didn’t act fittingly.

Assessment of schools of thought

In undertaking one I depict individual’s point of view schools of thought and gathering dynamic schools of thought. Firestones Tire Company utilized both of that since they offer inclination to people like administrators and they additionally utilized gathering dynamic since they took the entire association and separated in gatherings and did the change as society. Authoritative society is an arranged of measures have been made by people. For example, while analysing the lifestyle of a particular spot. We had incalculable living there, your life, inclinations, etc. If we apply this portrayal to a specific culture, the expression “affiliation” infers the principal models and estimations of the relationship, for good and all the staff of the application, without unfairness or slant.

Quality and restrictions

By distinguishing the quality and restrictions in encouraging the arranged changed exercises the roger elevated himself to lead the group and he need to put some gathering of group of architects, planners and other authority. It is the essential in charge of him to lead the group, arranging and dealing with the undertaking that they are working which would be simple for the pioneer to oversee venture timetable and assignment subtle elements to the group and use venture administration instruments, for example, reports, following outlines, agendas, and task booking programming. The roger ought to have the capacity to deal with the change and take dynamic administration in convenient basic leadership. The venture supervisor must have the strength to confront up to issues soundly and decide the contentions and confess to having issues and look for honing transparently, heighten if fundamental. All together for the venture to be effective, the supervisor must have the quality and capacity to use the new venture by sketching out the parts to every colleague. Correspondence however messages and meeting is key as it empower the chief and roger to examinations the circumstance which every worker on dealing with.

Designers are valuable in the undertaking as they are in charge of making the arranged exercises to come as a general rule and they can conquer financially savvy advancement in building up the new item inside Firestones. The fashioners are utilized in the group to build up the new change as they are building up the configuration which the new item will be. Their quality serves to assistance of the new changes as the group made by Roger teaming up and propelled to work towards the new changes. The group has gotten to be more grounded and effective in light of cooperation between the Roger and his kindred mates. Additionally, they needed the group to have the flexibility to be innovative and take risks. What I accept is that the backing of the supervisors and aptitudes of the colleagues have made superior exhibitions in Firestone  (Sull, 1999)

Factors to make organization successful

To make the company be successful, there are some factors which should be considered, as it can help to influence the people, employee’s response to changes that occur within an organization.

Organizational culture- In this case study the culture of the company clearly shows that the system which is employed by the organization is to influence the people inside the organization.      The culture of the Firestones is classified by the managers as they have to in control of everything as all employees are a part of laziness and lack of commitment.

Organizational ethics and values- It is a set of different principles which guide the organization in programs, policies and decisions for the organization where the people have the new influence to the new change by their own way. People became more creative and the managers have supported the employees regarding about their working. People react to the change quickly because the company needed a new product urgently.

Environmental pressure – It was clearly stated that the IBM company should launch a new product to get a good come back in the market to get its position where the team was working in an isolated facility which was far away from the Firestone’s central research unit. The manager wanted to keep the details of the project as a top secret. The need for secrecy and speed, as well as relative isolation, contributed to the quick bond that developed among the team members.

It was unmistakably expressed that the Fonterra organization ought to dispatch another item to recover a decent come in the business sector to get its position where the group was working in a separated office which was far from the Firestone’s focal examination unit. The supervisor needed to keep the subtle elements of the venture as a top mystery. The requirement for mystery and velocity, and additionally relative seclusion, added to the speedy bond that created among the colleagues.

Managing Style- In this case study of IBM the company has given authority to the managers make all decision where the managers would be instructing to the employees and the employees have to follow it without any argument with the manager. When the organization needed a change then they exercise participative management style where each and every employee has to contribute their decisions and efforts in the organization. The managers wanted the team to have the freedom to be innovative and try something different. Top managers gave the team whatever they needed in terms of support and resources to accomplish their goal.

Participation- In the organization of IBM and Fonterra there was lack of participation from the team members. As there was no contribution from the team members because it is guided by the manager. In that situation, people are lack of participation as there was no motivation available for them. The manager implemented the new change because the business needed a new hot product which helps to maintain their reputation in the market. Managers have given the team members the liberty to be creative.

It plays an important role in every organization of Fonterra as it helps to create a mutual understanding between the managers and the employees and also helps to build relationship among them. Most of the time the managers do meetings, emails and text to communicate with the employees regarding about any changes or issues that needs to be solved. Communication influence the people successfully as the managers and team members created a strong bond. The mangers have given the power to the employees to be creative and innovative as the organization needed a new product in one year. (Sull, 1999)

Conclusion: -At the end I can say IBM and firestones both used their different methods to change but both are not successful because IBM Change methodology is a robust, structured framework delivered by IBM Global Business Services to address a range of organizational change management (OCM) needs.

Self-ruling evaluation process in Fonterra. Or maybe, agriculturists buy or offer shares to each other at business part costs through a farmer’s bit of the pie simply trade. This would have the effect of making constant capital Fonterra offers; giving the supportive more assurance to place assets into whole deal wanders without misgiving that some of their capital may be relied upon to store recuperations in the coming year

Recommendations: I recommended to the IBM they change the methodology is a robust and structure the framework.IBM company is successful in the world.

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